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Structural interdependence within top management teams: A key moderator of upper echelons predictions

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  • Donald C. Hambrick
  • Stephen E. Humphrey
  • Abhinav Gupta

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  • Donald C. Hambrick & Stephen E. Humphrey & Abhinav Gupta, 2015. "Structural interdependence within top management teams: A key moderator of upper echelons predictions," Strategic Management Journal, Wiley Blackwell, vol. 36(3), pages 449-461, March.
    • Handle: RePEc:bla:stratm:v:36:y:2015:i:3:p:449-461
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    References listed on IDEAS

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    1. Ely, Km, 1995. "Operating Lease Accounting And The Markets Assessment Of Equity Risk," Journal of Accounting Research, Wiley Blackwell, vol. 33(2), pages 397-415.
    2. Jeremy J. Marcel, 2009. "Why top management team characteristics matter when employing a chief operating officer: a strategic contingency perspective," Strategic Management Journal, Wiley Blackwell, vol. 30(6), pages 647-658, June.
    3. Donald C. Hambrick & Albert A. Cannella, 2004. "CEOs who have COOs: contingency analysis of an unexplored structural form," Strategic Management Journal, Wiley Blackwell, vol. 25(10), pages 959-979, October.
    4. Deborah Gladstein Ancona & David F. Caldwell, 1992. "Demography and Design: Predictors of New Product Team Performance," Organization Science, INFORMS, vol. 3(3), pages 321-341, August.
    5. Alan I. Murray, 1989. "Top management group heterogeneity and firm performance," Strategic Management Journal, Wiley Blackwell, vol. 10(S1), pages 125-141, June.
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